At a time when companies are seeking their new balance by projecting themselves into the “post-COVID-19 world”, the chief happiness officer (CHO) has more than ever a crucial role to play for the quality of life at work. . With the perpetuation of teleworking, the prevention of isolation and psychosocial risks or even maintaining the feeling of belonging take on a new dimension within the company. By investing in these fields of action, the CHO function gains maturity and legitimacy. Isabelle Morin, trainer and coach, sheds her light on this evolution.
Having recently appeared, is the role of chief happiness officer already in full (r)evolution? The switch to teleworking, in response to the health crisis, then the perpetuation of this mode of organization have in fact led to a change in the profession. The trend is the development of a strong HR dimension, or even a mixed mission between communication and HR.
We also observe a semantic shift in the job title. This is how the terms “internal organization and communication manager” or even “employee experience manager” tend to supplant the title of CHO within certain companies. Should we see this as a sign of recognition for this profession, which was much criticized at the beginning?
At the beginning of the 2000s, only start-ups seemed to be interested in this function. Then, large international groups in turn integrated it into their HR dynamics. Today, CHOs can be found in all types of companies and sectors of activity, with internal or outsourced positions. The CHO function is on the path to maturity. She acquires day by day more legitimacy in HR terms as well as with all employees.
What is a chief happiness officer?
The chief happiness officer contributes to the well-being of employees in the company. But its mission is not limited to installing a table football and proclaiming that everyone feels better at work. THE happy washing has indeed shown its limits.
The main objective of the CHO? Set up a caring support for employees individually and collectively, in their professional or even personal sphere. In this approach, everyone wins. Employees feel better about their lives, so they can give the best of themselves at work, so they perform better for the company.
Today, the chief happiness officer is involved in a deep and quality approach that includes:
- prevention of psychosocial risks (RPS);
- quality of life at work (QVT);
- corporate social responsibility (CSR);
- development of the employer brand;
- managerial innovation.
Depending on their professional background and the scope of their mission, current or future CHOs may thus feel training needs. For example :
- Chief happiness officer, the keys to the role ;
- Psychosocial risks: implement a preventive approach ;
- Develop quality of life at work ;
- CSR communication: enhancing your company’s image ;
- Build and develop your employer brand.
Chief happiness officer: evolution of missions
The mission of the chief happiness officer has proven to be essential in the situation we have been experiencing since March 2020. The CHO first had to adapt to “100 % teleworking” during the first confinement. Then, secondly, to the generalization of a so-called “hybrid” work organization. That is to say an alternation of teleworking and on-site work. Today, he is on the front line for:
- ensure that links are maintained within the work collective;
- work to prevent risks linked to the isolation of remote employees;
- facilitate the integration of new employees in the event ofon boarding from a distance ;
- facilitate work/life balance;
- restore meaning and motivation to work…
In short, the chief happiness officer contributes to the talent retention and therefore to the decrease in turnover.
From the company side, how do we perceive this development?
Companies may be particularly keen to meet the aspirations of their employees and, more broadly, to adapt to new trends in the labor market. In other words, to bring together several working methods in a hybrid format.
Here again, the chief happiness officer plays a central role in supporting the company and employees in the implementation of this new organization. He took part above all as a facilitator to make communication more fluid between employees who have been away from each other and from their workplace for many months. It also acts to maintain the feeling of belonging employees who are always geographically distant.
Is it possible to be a CHO remotely?
Given its relational function, the CHO must carry out its mission as much as possible in person to be accessible by on-site employees while remaining attentive to remote employees. A CHO who is required to do partial teleworking can take advantage of these days to move forward on substantive projects and to make contact with other teleworkers (interviews, meetings).
As a CHO, how can you adapt your actions in a hybrid working mode?
In front of Lhe health crisis, chief happiness officers have adapted their practices and actions in several areas.
Free employees from their personal concerns
Employees continue to favor solutions that free them from personal concerns and therefore allow them to feel more serene and devote their attention to their work.
This is also what Christophe Plantin, executive at Bouygues Télécom, testifies: “I really appreciate the presence of a hairdresser on the company premises. It's really handy to be able to squeeze in a haircut between two meetings. It frees my mind, I feel better and… I work better! »
Happiness at work is resolutely at the crossroads of the personal and professional fields. In a hybrid organization, days on site are opportunities to continue to benefit from the services offered by certain companies: gym, concierge service (dry cleaning, shoemaker, etc.), company crèche, delivery of vegetables or bread, beauty treatments …
Facilitate cross-functionality and connections between employees
Other actions carried out by the CHO aim to make life at work easier, in particular the connection between employees. We are thinking here of:
- the design of break rooms;
- the organization of team building ;
- transversality. He can, for example, organize and lead working groups to streamline interdepartmental communication;
- creativity, which it can promote via the layout of work spaces (meeting room with magnetic walls, etc.).
The chief happiness officer must also use his imagination to propose activities that respect health instructions and everyone's sensitivity. These constraints then create an opportunity to renew habits! In other words, the chief happiness officer must think outside the box and develop your creativity.
A profession that is both recent and rapidly evolving: time for training!
It is not because he is sometimes called “responsible for happiness” that the chief happiness officer decides the happiness of others. It is above all a facilitator who invites employees to a better quality of life, both at work and in their professional/personal balance. To do this, he relies as much on his skills in communication, mediation and organization as on his soft skills such as his altruism, his interpersonal skills, his ability to unite, his enthusiasm, his sense of listening, his adaptability and his creativity.
It is a new and rapidly evolving profession. This is why professionals already in practice as well as candidates for the position benefit from developing their skills and exchanging among peers. via dedicated training.
Training Chief happiness officer, the keys to the role addresses cross-cutting key points such as QVT, business performance and communication.
This training therefore allows participants to take a step back and place their role in a broader context. By bringing more added value to their actions, they will be able to better establish their vision within the company. For them, it is also an opportunity to make a diagnosis and define an action plan. The training allows them to renew their toolbox: they leave re-energized, with new ideas to implement.
The advantages of chief happiness officer training
When they are in training, participants particularly appreciate the exchange between peers, taking a step back from their position, sharing good practices as well as HR feedback. In any case, this is what my fellow trainers and I observe during the sessions.
To conclude, I address all current or future chief happiness officers. Take advantage of this excellent opportunity offered by the sustainability of teleworking and the implementation of the hybrid organization to develop your function in the interest of all!
